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论文编号：	11323
作者编号：	2320170401
上传时间：	2019/12/12 10:22:34
中文题目：	基于全生命周期理论的地铁工程前期管理研究-以M公司为例
英文题目：	Research on Pre-management Management of Subway Project Based on Full Life Cycle Theory - Take M company as an example
指导老师：	张耀伟
中文关键字：	工程前期,全生命周期,工作解构编码,集成化管理,管理绩效评价
英文关键字：	Pre-project period, Full life cycle,Work deconstruction coding, Integrated management, Project management performance evaluation
中文摘要：	随着国务院办公厅《关于加强城市快速轨道交通规划建设管理的通知》的印 发，我国地铁建设进入了快速发展阶段，但因项目投资金额大、建设时间长给地 方带来了一定的债务压力，制约了发展速度。前期管理作为地铁工程全生命周期 管理中的关键一环，其成果质量项目的投资效益有着巨大影响。因此，开展地铁 工程前期项目管理研究，完善管理理论对我国地铁工程建设水平提升，实现建设 和使用增值，具有十分重要的现实意义。本文以 M 公司为例，研究地铁工程前期 项目管理相关问题，通过拆解项目工作，集成化分析管理要素，实现工程前期科 学化、清晰化管理，并通过对 M 公司的工程前期管理工作考评分析其管理优势与 不足，研究内容如下: 一、明确了地铁工程前期工作范畴，拆解工作任务，形成编码方案。基于地 铁工程前期工作对工程建设全生命周期的影响，将地铁工程前期工作范围分为 广义和狭义两类。广义上，前期工作影响到地铁建设全生命周期。狭义上，前期 工作范围仅限工作最集中的从立项到车站正式施工前的这一阶段。确定工作范 畴的情况下，深入剖析进行工作分解，形成了地铁工程前期树状结构，形成了地 铁工程前期编码方案。为推进标准化、信息化管理提供了有力支撑。 二、从涉及单位、建设过程、管理要素三个角度搭建了地铁工程前期集成化 管理框架，实现了全生命周期的集成管理。根据利益相关者理论，对地铁工程前 期涉及单位进行识别，判断地铁工程前期的利益相关者，分析其利益需求。考虑 到地铁工程利益相关者动态变化的特性，对其满意度管理提出了新的想法。结合 价值链管理模型，分析前期管理如何实现项目增值。基于全生命周期管理理论， 制定了动态管理策略。 三、基于卓越绩效评价准则和全生命周期管理思想，对参与过M公司前期建 设的相关专家的开展问卷调查，确定了适用于 M 公司的前期管理评价标准。基 于层次分析法(AHP)，分析确定各项评价指标权重。利用模糊综合评价法对 M 公司前期管理水平进行评估。指出了管理者运用本文知识进行地铁工程前期管 理绩效评价的指导建议。
英文摘要：	With the issuance of the Notice of the General Office of the State Council on Strengthening the Management of Urban Rapid Rail Transit Planning and Construction, China's subway construction has entered a stage of rapid development. However, due to the large investment amount of the project and the long construction time, it has brought certain debt pressure to the localities. Restricted the speed of development. As a key part of the life cycle management of metro projects, the early management has a huge impact on the investment benefits of the quality projects. Therefore, it is of great practical significance to carry out the preliminary project management research of the subway project and improve the management theory to improve the level of China's subway construction and realize the value-added construction and use. This article takes M company as an example to study the related problems of project management in the early stage of subway engineering, through dismantling the project work, integrating the analysis and management elements, realizing the scientific and clear management in the early stage of the project, and analyzing and analyzing the pre- engineering work of M company. Its management advantages and shortcomings, the research content is as follows: (1) The scope of the preliminary work of the subway project was clarified, the task was dismantled, and a coding scheme was formed. Based on the impact of the preliminary work of the subway project on the whole life cycle of the project construction, the scope of the preliminary work of the subway project is divided into two categories: general and narrow. Broadly speaking, the preliminary work affected the whole life cycle of subway construction. In the narrow sense, the scope of the preliminary work is limited to the most concentrated work from the project to the stage before the official construction of the station. In the case of determining the scope of work, in-depth analysis and work decomposition, the formation of the tree structure in the early stage of the subway project, the formation of the pre-coding scheme of the subway project. It provides strong support for promoting standardization and information management. II ABSTRACT (2) From the perspectives of units, construction process and management factors, the integrated management framework of the subway project was built, and the integrated management of the whole life cycle was realized. According to the stakeholder theory, identify the units involved in the early stage of the subway project, judge the stakeholders in the early stage of the subway project, and analyze their interest needs. Taking into account the dynamic characteristics of the stakeholders in the subway project, new ideas are proposed for its satisfaction management. Combine the value chain management model to analyze how the pre-stage management can achieve project value-added. Based on the theory of life cycle management, a dynamic management strategy was developed. (3) Based on the performance evaluation criteria and the whole life cycle management idea, a questionnaire survey was conducted among relevant experts who participated in the pre-construction of M company, and the preliminary management evaluation criteria applicable to M company were determined. Based on the Analytic Hierarchy Process (AHP), the weights of each evaluation index are determined. The fuzzy comprehensive evaluation method was used to evaluate the preliminary management level of M company. It points out the guiding suggestions for managers to use the knowledge of this paper to evaluate the performance of pre-engineering management of subway projects.
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